Abstract: The enterprise-oriented major science and technology projects aim at helping enterprises solve their key production technological bottlenecks. Focusing on application of new technology for production, the projects of this kind are characterized in multiple disciplines, high investment, short cycle and large teams. In the follow-up service of CNPC’s major science and technology projects, the latest six years in particular, it is found that there are still a series of problems in the design and management process of major science and technology projects, such as inadequately perfect top-level design, less prominent key technology and innovation, and the process management left much for improvement. To keep management of major science and technology projects continually improved, it is proposed to further strengthen top-level design, focus on the leading items of key technology, formulate the strict technical and economic assessment indicators, clarify the responsibilities and leading roles of chief researchers, form a unified deployment in the overall layout, make progressive developments in three “mature” stages -- technological research, perfection of the system, and large-scale application, and set up a clear objective for industrialization of key technology.

摘要： 以企业为主导实施重大科技专项，旨在解决企业重点生产技术难题，以新技术的生产应用为目标，具有 多学科、高投入、短周期、大团队的特点。在对中国石油集团重大科技专项多年跟踪服务，特别是近6 年的现场核查 工作中，发现总体进展顺利，但在专项设计及管理部署过程中仍存在顶层设计不够完善、关键技术和创新内容不够突 出、过程管理有待加强等状况。为促进重大科技专项管理不断深化，建议进一步强化顶层设计，紧紧抓住关键技术这 个“龙头”，严格设定技术经济考核指标，明确首席的责任和牵头作用；加强重大科技专项技术创新过程的要素管理 和时间节点管理；在整体布局时形成统一部署，按照“技术攻关、配套完善、规模应用”3 个技术成熟阶段滚动发展， 确保实现关键技术产业化。

关键词: 石油企业, 重大科技专项, 关键技术, 技术经济考核指标, 过程管理, 产业化